Finding and Using Negotiation Power

Session 1

Luis F. Gómez L.
luis.gomezl@unimilitar.edu.co

Distance Learning Faculty

9 September, 2025

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  • The purpose of the virtual meetings is to answer questions and not to make a summary of the study material.

  • This presentation is based on (Lewicki et al., 2024, Chapter 7)

  • Purpose

    • Understand the role of power and the different sources from which this element arises in a negotiation.

Power in the context of a negotiation

  • Power in the context of a negotiation refers to the ability of a negotiator to gain an advantage or increase the likelihood of approaching its target point.

  • Power is important in a negotiation because it generates advantages and allows reaching a settlement point close to the target point.

Figure 1: Perspectives about power1

Sources of power in a negotiation

Figure 2: Sources of power in a negotiation (Lewicki et al., 2024, pp. 242–260)

Figure 3: Sources of power in a negotiation (Lewicki et al., 2024, pp. 242–260)

The Consequences of Unequal Power

Figure 4: Consequences of unequal power in a negotiation (Lewicki et al., 2024, pp. 260–261)

Dealing with negotatiors how have more power

  • Advice to negotiators who are in low-power positions based on (Lewicki et al., 2024, pp. 261–262):

    • Diversify risk by entering into deals with several other partners.
    • Deal with a variety of different individuals and departments in the high-power party (Divide and Conquer).
    • Build coalitions with other low-power players to increase collective bargaining power.
    • Enter in early deals with high-power parties and maximize the visibility of those deals to other parties.

  • Advice to negotiators who are in low-power positions based on (Lewicki et al., 2024, pp. 261–262):

    • If you have something to offer, make sure you offer it to more than one high-power party to generate competition between them.
    • Gather and leverage relevant information to strengthen your negotiation position and achieve better outcomes through persuasive communication.
    • Do what you can to manage the process (for example the agenda or location) to guide the negotiation towards a more favorable outcome.

Acknowledgments

References

Coleman, P. T. (2014). Power and Conflict. In The Handbook of Conflict Resolution: Theory and Practice (3rd ed., pp. 137–181). Jossey-Bass.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2024). Negociación (9th ed.). McGraw-Hill Education. https://www-ebooks7-24-com.ezproxy.umng.edu.co/?il=40562

Footnotes

  1. Check out (Coleman, 2014) if you want a general perspective about power and its relation with conflict